Business relationship management
Business relationship management is a formal approach to understanding, defining, and supporting a broad spectrum of inter-business activities related to providing and consuming knowledge and services via networks.
Business Relationship Management embodies a set of competencies (knowledge, skills, and behaviors) that foster a productive, value-producing relationship between a service organization (HR, IT, Finance, Legal, External Provider, etc..) and their Business Partners. These competencies can be leveraged through organizational roles, a discipline, and an organizational capability.
The BRM Discipline rests on solid research-based foundations verified and enhanced over a decade of successful implementations in leading organizations across the world. Proven to be equally effective for shared services including Human Resources, Finance, Legal, external service providers and others, BRM practices have enjoyed widespread adaption in IT.
The Practice of Business Relationship Management, informed by the BRM discipline, embodies a set of competencies to foster an effective business value-producing relationship between a service provider and its business partners. These competencies enable organizational BRM capability, which may be implemented through one or more formalized BRM roles.
The BRM Role is a crucial link between a service provider and the business acting as a connector, orchestrator, and navigator between the service provider and one or more business units.
Business relationship management (BRM) is distinct from, but related to, concepts such as enterprise relationship management and customer relationship management. It also exceeds the scope of the limited context of describing a liaison who aligns business interests with IT deliverables.
BRM seeks to provide a complete and holistic model of business relationships and business relationship value over time, in order to make the various aspects of business relationships both explicit and measurable. A mature BRM model will ultimately support both:
- strategic business research and development efforts
- tools and techniques that implement BRM principles
BRM as a discipline seeks to enable all stakeholders to develop, evaluate, and leverage high-value relationships throughout the network.
In 2013, the Business Relationship Management Institute (BRMI) was founded and incorporated in the USA. BRMI publishes The BRMP Guide to the BRM Body of Knowledge (BRMiBOK), which offers a "comprehensive foundation-level overview of the art and practice of Business Relationship Management." BRMI also offers the Business Relationship Management Professional (BRMP) designation.
Indicators and drivers
The BRM concept is an outgrowth of observation and analysis of the transformational effects of certain features of the emerging network economy, including:
- advances in network scale, scope, and sophistication
- constant disruption as the 'new normal' business dynamic
- decentralization of knowledge and the devaluation of traditional IP
- increased openness of networked knowledge
- decline of command and control management
The impact of these trends on business relationships provides an opportunity to discover and align both principles and practice as the foundation of a distinct discipline.
The approach to the BRM modeling process is to identify and describe various aspects of business relationships in terms of:
- defined relationship types; each type having a specified purpose, associated roles, and a measurable outcome
- a set of processes that make up the business relationship lifecycles
- a set of principles that apply specifically to these lifecycle processes
Artifacts, assets, and products
Assets and products derived from the BRM model will eventually inform and support:
- a practice derived from applying BRM principles, analyzing outcomes, and refining over multiple iterations
- tools and methodologies (platform) derived from successful practice that further support and optimize BRM as a discipline
BRM relationship types
The BRM model will identify and categorize business relationships according to type:
- each type has a discrete and clear purpose, characterized by a unique combination of roles, functions, and activities
- instances of each type can be identified, quantified, and analyzed
- business to business, business to consumer, business to employee
The BRM model identifies two roles, provider and consumer; a given business by necessity participates in both roles.
BRM lifecycles include:
- a macro grow and sustain cycle, characterized by one-to-many and many-to-one relationships. Activities in this cycle are more or less continuous and overlapping (include marketing, customer/product support-maintenance, online community) and have indeterminate outcomes
- a micro engagement cycle, characterized by one-to-one, discrete or transactional, with discrete cycles and negotiated outcomes
Measurement and analysis: The goals of BRM require that its concepts and principles be identifiable and measurable; that is to say, given the model, a person should be able to identify the business relationships that they are engaged in, and measure them (quantity, duration). The same holds for any aspect of BRM, such as type, role, or principle.
Purpose: Every business relationship has a purpose that requires participation of multiple roles to accomplish. The purpose of a given business relationship is discrete and quantifiable.
Reputation and trust: The BRM model should attempt to model and quantify the related concepts of reputation and trust. Every relationship, and every interaction within the relationship, contributes to reputation. Reputation functions to mitigates risk and reduce friction within business processes. Concern for reputation incents good behavior. Absence of trust will cause a business relationship to fail. Trust increases efficiency and enables conflict resolution. The relationship between trust as a traditional core concept and in its emerging 'radical' form as a component of online community must be described.
Governance: The BRM model needs to account for and align with models of corporate governance, including business ethics, legal constraints, and social norms as they apply to business relationships.
Boundaries: The BRM model should define the boundaries of business relationships within the larger continuum of interpersonal relationships. In addition to legal and ethical (governance) issues, are there optimal levels of personal connection, and do they differ by type, role, or other attribute? The model should help define boundaries that optimize effectiveness while supporting good governance practices.
Exchange and reciprocity: The BRM model of exchange and reciprocity must extend traditional dimensions to account for not only financial exchange, but also time, money, knowledge, and reputation that are a key feature of business relationships.
- Business Relationship Manager
- The New Reality: Constant Disruption
- Abandon Stocks, Embrace Flows
- Participation Revolution
- Open Beats Closed : Four Principles for Doing Business in the Network Economy
- John Chambers, CEO of Cisco at MIT, on Enterprise 2.0
- "Command and control is dead": the shape of next gen organizations is social networks
- Value creation in the relationship life cycle: A quasi-longitudinal analysis
- Capturing value creation in business relationships: A customer perspective
- Trust in Business: The Core Concepts
- Radical Trust